Walk into most hospitality launches in India and you will find the same quiet chaos behind the scenes. An architect who has never run a kitchen designs the layout. A chef who has never read a P&L prices the menu. An HR consultant hired weeks before opening tries to build a culture from scratch. Nobody owns the whole picture, and the money leaks out through every seam between them. Ketan Dave built his consulting practice specifically to close those seams, and the philosophy behind it is what makes him one of the more distinctive names in Indian hospitality advisory today.
Dave is not a restaurateur who picked up consulting on the side, nor an agency with a rotating bench of specialists. He is an independent hospitality consultant whose entire practice rests on one core idea: a hospitality business should have a single accountable partner from the first feasibility study to the day the doors open and beyond, not a committee of vendors who each own a slice of the outcome and none of the failure.
One Owner, Not a Committee
The problem Dave identified early in his consulting work is a familiar one to anyone who has opened a restaurant, hotel or QSR outlet in India. Site feasibility, layout, menu, staffing, SOPs and marketing typically get split across separate consultants who rarely talk to each other. Each one optimises their own piece. Nobody is responsible for whether the whole thing actually works as a business.
His answer is to be that single point of ownership. A client working with Dave gets one consultant carrying the project through feasibility, concept, design, launch, people and operations, applying standards he built and tested inside McDonald’s, ITC Hotels and Mr. Idli rather than reinventing them from scratch for every new client. The pitch is not “hire an expert.” It is “hire the person who will not let anything fall through the cracks between one specialist and the next.”
Where Restaurants and QSR Brands Lose Money
Dave’s website does not simply list what he does. It states the exact way hospitality businesses fail, and then shows the fix. Take restaurant consulting. His framing is blunt: great food, weak numbers, menus priced on instinct, kitchens fighting their own layout, covers stalling. His fix is concept sharpening paired with menu engineering, recipe costing and kitchen workflow redesign, aimed squarely at lifting covers per hour and getting food cost under control.
QSR consulting gets a sharper edge still. Quick service, in his words, lives or dies on speed of service and unit economics, and most formats are never engineered for either. His response draws directly from building McCafe’s rollout across Asia and scaling Mr. Idli past 250 outlets: throughput-first store design, prep and hold systems, central kitchen strategy and labour models built to survive real volume, not a pilot store.
Hotels and the Franchise Trap
For hotels, the problem he names is one owners often miss until it is too late. Rooms perform, he says, but F&B, banquets and outlets quietly drag the P&L down anyway. His work here, informed by heading ITC Group’s hospitality operations across South India, focuses on F&B strategy, outlet and banquet profitability, and the kind of operating discipline that keeps a beautiful property from bleeding money in the back of house.
Franchise development is where his own track record speaks loudest. Most brands launch franchising before the model is actually provable, and by outlet ten the quality has already started to slip. Dave’s fix is the FOCO model he pioneered at Mr. Idli, Franchise Owned, Company Operated, paired with proper unit economics, territory planning and franchisee selection, all built to keep growth from outrunning quality.
Building a Brand Worth Choosing
Brand positioning gets treated as a business problem, not a design exercise. A restaurant that is good but forgettable, competing on discounts instead of distinctiveness, is a restaurant leaving money on the table. Dave’s solution is positioning strategy, identity direction and guest journey design built around one goal: giving a brand a story worth choosing and worth franchising later.
Pre-opening consulting addresses the phase where most hospitality projects quietly lose months and blow their budgets. Critical-path planning, licensing, vendor onboarding, recruitment calendars, trial runs and a properly run soft launch are the difference between a chaotic opening week and a confident one.
Systems That Outlast the Owner
SOP development exists because most hospitality businesses run entirely on the owner’s memory, which means the standard drifts the moment the owner steps away. Dave’s answer is documented operating manuals for kitchen, service, hygiene and food safety, audit formats and mystery-guest programmes, essentially building a business that can run itself to a standard.
Operations management scales that same discipline across multiple outlets, replacing the usual loss of visibility with KPI dashboards, cost controls and periodic audits that give a multi-unit group one real operating standard instead of a dozen micro-businesses wearing the same signage.
The Investor’s Lens
Investor advisory is the newest, and perhaps most telling, addition to Dave’s practice, and it reflects where his own recent work has taken him. Investors see plenty of promising food businesses with no credible scale narrative and no clean numbers behind the menu.
Dave’s due diligence support, unit economics validation and scale-narrative work are informed directly by steering Mr. Idli toward its own IPO track, giving him a rare vantage point most consultants advising on fundraising have never actually stood in themselves.
Outcomes, Not Slide Decks
If there is a single line that captures how Dave wants to be judged, it is the one on his own site: outcomes, not slide decks. He does not sell frameworks. He sells specific, checkable results: launches that happen on schedule without cost overruns, menus and kitchens designed around margin instead of guesswork, SOPs and teams strong enough to hold the standard at every outlet, and franchise models that can survive real investor scrutiny rather than collapsing under the first hard question.
That promise is backed by a deliberately simple four-stage process. Discover starts with market, site and brand diagnostics, the unglamorous groundwork most consultants skip in their rush to present ideas. Design turns that diagnostic work into a concept, kitchen layout, menu and financial blueprint. Deploy is where Dave gets hands-on through pre-opening, hiring, training and the launch itself. Deliver is the stage most consultants never reach: SOPs, audits and ongoing scale-up support that stay in place long after the ribbon-cutting photos are taken.
Standards Carried, Not Copied
What gives Dave’s consulting practice its credibility is not a certification or a framework he learned in a classroom. It is that every standard he applies to a client’s business was built and stress-tested inside organisations operating at a scale most Indian hospitality businesses will never see. McDonald’s system discipline. ITC’s luxury service rigor. Mr. Idli’s franchise economics at 250-plus outlets across six countries. He is not importing theory. He is translating standards that already survived contact with reality into businesses a fraction of that size, and adapting them rather than simply copying and pasting.
That is also why his consulting relationships tend to run longer than a typical engagement. A consultant who hands over a report and disappears has no stake in whether the SOPs actually get followed six months later. Dave’s model, staying through Deploy and into Deliver, means his reputation is tied to whether the business he advised is still holding its standard a year after he walks out the door.
Who He Is Building For
Dave’s practice is aimed squarely at two audiences: brands trying to get a launch right the first time, and investors trying to separate a real hospitality business from a promising menu with no operating backbone behind it. His own framing for who should book a call is refreshingly specific: bring a concept, a site or a P&L, and leave the thirty-minute conversation with a clear next step, no obligation attached.
For founders who have watched a hospitality launch slip by months, or a multi-unit group that has quietly lost visibility over its own outlets, that kind of accountable, outcome-first consulting is not just a nice-to-have anymore. In a sector where the gap between a good idea and a profitable business is usually filled with expensive trial and error, Ketan Dave has built his entire practice around closing that gap for someone else, one accountable engagement at a time.
About Ketan Dave: Ketan Dave is an independent hospitality consultant based in India, advising restaurants, QSR chains, hotels and franchise groups across eleven service verticals spanning branding, pre-opening execution, franchise development, operations and investor advisory. His standards are drawn from leading McCafe’s expansion across Asia at McDonald’s, heading ITC Group’s hospitality operations in South India, and serving as CEO of Mr. Idli, where he scaled the brand past 250 outlets across six countries.
Website: https://ketandave.com/
LinkedIn: https://www.linkedin.com/in/ketan-dave-a3b1971a9/
Book a Strategy Call: https://ketandave.com/connect
